Relationship quality as a resource to build industrial brand equity when products are uncertain and future-based

• Published in: Industrial marketing management 2013-11, Vol.42 (8), p.1386-1397
• Main Author: Marquardt, Adam J.
• Format: Article
• Language: English
• Subjects: Attitudes; Brand equity; Brands; Industrial brand management; Industrial marketing; Industrial products; Market segments; Marketing; Relationship marketing; Relationship quality; Resource advantage theory; Studies; Target markets; Trust; Uncertainty; Vendor supplier relations
• ISSN: 0019-8501; 1873-2062
• DOI: 10.1016/j.indmarman.2013.07.017

This article extends our understanding of industrial branding and the influence of buyer–seller relationships by examining key constructs within an industrial context where products are uncertain and future-based. SEM results elicited from 249 buyer surveys empirically validate satisfaction, trust and commitment as dimensions of relationship quality, and show that buyer–seller relationship quality facilitates direct and indirect seller brand equity accruals. Findings reveal that while focusing on sellers' corporate and product brands is good advice for building buyer–seller relationships, seller resource allocations to these areas should vary depending upon the selected target market segment(s). Findings support that sellers should place more focus on developing quality relationships with buyers than they should in focusing on the non-relational attributes of their corporate brands; however, if sellers choose to bypass building high quality customer relationships, they should instead funnel resources into their product brand offerings. Findings demonstrate that buyers credit their own skills and acumen when evaluating products with which they are confident, and ascribe increased value to the involvement of the seller as their attitude and certainty decrease. These findings provide strategic guidance to the sellers of uncertain and future-based industrial products. •Empirical analyses validate satisfaction, trust and commitment as dimensions of relationship quality.•Relationship quality facilitates direct and indirect seller brand equity accruals.•Resource allocations to build corporate and product brands should vary depending upon sellers’ target market selections.•Sellers should focus more on the development of quality relationships than on non-relational corporate brand attributes.•Buyers credit their own skills and acumen when confident, but value seller involvement as their certainty decreases.